 Unhappiness EverywhereChristian Schuh, Michael F. Strohmer, Stephen Easton, Armin Scharlach and Peter Scharbert Chapter Chapter 10 in The CPO, 2012, pp 52-58 from Springer Abstract: Abstract I can’t believe it! The head of production and one of our key contractors for supplying and installing machinery are collaborating with one another? And they are collaborating with one another against procurement and against me? How did this happen? In my naivety, I assumed that the head of production and head of procurement would fight together to achieve benefits for Heartland Consolidated industries. How silly of me. I knew there was a problem in internal communication. It seems we are in the process of investing heavily in a new processing plant—a major CAPEX [capital expenditure] project for us. When I reviewed it, comparing some investments to those we did at Autowerke, I saw that the price was much too high. Now I know that we can’t completely compare a car plant with a food processing plant, but based on previous experiences, I have developed a skill in feeling out price levels. Additionally, the second-ranked supplier is offering a similar processing plant solution for 75% of the price! Amazing! Keywords: Processing Plant; Negotiation Strategy; Supply Market; Food Processing Plant; Productivity Lever (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4302-4963-4_11 Ordering information: This item can be ordered from DOI: 10.1007/978-1-4302-4963-4_11 Access Statistics for this chapter More chapters in Springer Books from Springer |
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